Turning Culture Differences into Advantages
Richard D. Lewis presented at the SPACE International Conference, Tallinn, in April 2009, highlighting the significant role culture plays in global business and politics. He discussed cross-cultural misunderstandings, including values, communication styles, and leadership attitudes. The talk emphasized the need to understand and manage cultural layers—national, regional, and corporate—to enhance collaborative efforts. Lewis proposed that stereotyping can be a valuable yet risky tool, emphasizing the importance of using it descriptively rather than evaluatively to promote better international relations and business practices.
Turning Culture Differences into Advantages
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Presentation Transcript
Turning Culture Differences into Advantages Prepared for SPACE International Conference Tallinn – April 23, 2009 Richard D. Lewis, Chairman RICHARD LEWIS COMMUNICATIONS
Culture is moving higher up theworld agenda as a major challenge in business and politics
Areas ofCross Cultural Misunderstanding • Values • core beliefs • national characteristics • attitudes and world view • Communication • speech styles • listening habits • Attitude to Authority and Leadership
Layers of Culture National Regional Educational Professional Gender Class Religious Generational Ethnic Corporate Personal
Stereotyping(or generalisation) • A valuable tool but: (i) it must be consciously held (ii) it should be descriptive rather than evaluative (iii) it should be managed
© 2001 Richard D Lewis © 2001 Richard D Lewis
Human Mental Programming – USA –
Human Mental Programming – UK –
Human Mental Programming – Germany –
Human Mental Programming – Estonia –
National Communication Patterns – Italy –
National Communication Patterns – Finland –
National Communication Patterns – Germany –
National Communication Patterns – USA –
British Coded Speech (1) What is said What is meant Hm….interesting idea You could say that We must have a meeting about your idea We shall certainly consider it I’m not quite with you on that one I agree, up to a point What a stupid suggestion I wouldn’t Forget it We won’t do it That is totally unacceptable I disagree
British Coded Speech (2) What is said What is meant Remind me once more of your strategy We must wait for a politically correct time to introduce this It has lots of future potential He works intuitively He’s our best golfer Let me make a suggestion I wasn’t listening last time Forget it It’s failed He’s completely disorganised We keep him out of the office This is what I’ve decided to do
National Communication Patterns – Estonia –
Listening Habits – USA –
Listening Habits – Germany –
Listening Habits – France –
Listening Habits – Italy –
Listening Habits – Estonia –
Leadership Styles • Managers in L/A cultures will: • Demonstrate and look for technical competence • Place facts before sentiments, logic before emotion • Be deal oriented, with a view to immediate achievement and results • Managers in M/A cultures will: • Rely on their eloquence and ability to persuade • Use human force as an inspirational factor • Complete human transactions emotionally • Managers in Reactive cultures will: • Will dominate with knowledge, patience and quiet control • Display modesty and courtesy • Create a harmonious atmosphere for teamwork • Be paternalistic
Leadership style - USA - - UK -
Leadership Style Estonia
Meetings • Linear-active cultures
Meetings • Multi-active cultures
Concepts of Time Linear-active Multi-active & reactive
